This is a time when there is considerable confusion about who to choose to lead, or more precisely in this context, who to appoint to lead companies, departments and teams. There is one specific dilemma here: should an impeccable professional in their field be chosen to lead simply because they excel in that field?
The answer is more complex than it may seem, and many people get this wrong, because technical expertise does not compensate for a lack of soft and leadership skills. In fact, I have seen many messes because of this mistake. So, in order for you not to make one, let’s explore this together.
What’s behind the promotion?
Many companies focus on individuals who consistently deliver results, and that is closely linked to their work ethic, knowledge and continuous learning. When the time is right, these individuals are often promoted into leadership roles, typically leading a team and sometimes progressing even further.
However, what many come to realise later is that leadership and soft skills, particularly the ability to support and manage people, are not the same as excelling in one’s own role. People are complex, and working with them can be unpredictable and, at times, messy. For someone accustomed to operating within a clear technical framework, people can feel like an unsolvable puzzle, one that cannot be addressed through knowledge alone. It requires a particular set of skills that a person may not possess, or may not even wish to develop.
I will never forget one person, a highly skilled technical professional, who said it plainly: “Just don’t put me in a role where I have to deal with people. I cannot do that.” He had a level of self-awareness that many lack. Without it, promotions can become a source of real strain, not only for the individual stepping into the role but also for those they are meant to lead.
In practice promotions can look very appealing from the outside, but in reality, some are best declined. For this to work effectively, every organisation needs to be deliberate in deciding who should be appointed to leadership roles, and why. HR departments, especially in large organisations in my opinion, should play a central role here, particularly in defining the standards for those entrusted with leading teams and departments.
The ACE model that I have developed can support this process by helping to identify who is ready to lead and who may require further development. It also provides a framework for preparing individuals as they step into leadership roles, ensuring they continue to grow once promoted. In that sense, it offers a practical way to assess leadership potential while also guiding ongoing development.
A strong collaboration between HR and the ACE model creates a powerful synergy that can lead to consistently better leadership outcomes.
The option to go one step back
A person being able to do their job properly does not mean they are prepared to lead properly, and many departments and teams have fallen because of this mistake. A leader without leadership qualities creates a ripple effect that can undermine individuals and teams, often without any ill intent.
When it becomes clear that someone is not suited to a leadership role, the worst thing an organisation can do is ignore it or delay action, as hoping that things will simply “settle” rarely leads to improvement. Instead, the situation should be approached with structure, clarity and respect, ensuring that both the individual and the team are supported throughout the process.
This begins with honest, well-grounded feedback, focused on observable behaviours and outcomes rather than personal judgement. From there, organisations can create a defined development path, offering coaching, guidance and a realistic timeframe for improvement. In some cases, individuals will grow into the role when given the right support. However, when progress remains limited, it becomes important to acknowledge that leadership may not be the right fit.
At that point, stepping back should be normalised rather than resisted. Returning to a previous or similar role needs to be positioned as a realignment with strengths, not as a failure. In fact, many professionals bring far greater value when they are able to focus on their expertise rather than the demands of managing people.
For this approach to work, organisations must shift their mindset around progression. Advancement should not be defined solely by moving into leadership, but also by deepening expertise and impact within a given field. When this perspective is embedded, stepping back becomes a constructive and respected decision, rather than a punitive one.
Equally important is how the transition is handled. The individual should be treated with respect, their contributions recognised, and their dignity preserved, while the team is provided with stability and clear direction through the appointment of a more suitable leader. Ultimately, strong organisations are not those that avoid making the wrong promotion, but those that respond thoughtfully when it happens. Allowing individuals to step back into roles where they can truly excel is not a setback, but a strategic decision that strengthens both people and performance.
If you have dilemmas on who to choose to lead, I would like to offer you the ACE model and teach you and your organisation how to resolve this dilemma. Let’s talk.